The Haltwhistle Partnership is a partnership of local people, many of whom represent local organisations or groups. It is a development trust, a company limited by guarantee and a registered charity. It was established in 1993 and is governed by a board of 14 trustees who oversee the strategic direction of the organisation. Over the years it has built strong links with many organisations within the town, county and region.
The Partnership exists to benefit local people. It serves as a local activist - lobbying for town infrastructure and investment, as well as delivering and driving projects of its own. It operates a one stop shop, Westbourne House, where a range of community services are offered including a free legal clinic, internet access and advice and guidance for residents.
- What is the Haltwhistle Partnership?
- Why and When was the Haltwhistle Partnership formed?
- Who is in the Haltwhistle Partnership?
- What does the Haltwhistle Partnership do?
- Does the Haltwhistle Partnership have a Vision?
- What are the Haltwhistle Partnership's Objectives?
- What is the structure of the Haltwhistle Partnership?
- Does the Haltwhistle Partnership have a formal constitution?
- Does the Haltwhistle Partnership have a strategy and a plan of action?
- How does the Haltwhistle Partnership decide its priorities?
- Does the Haltwhistle Partnership have dedicated resources?
- What has the Partnership achieved?
- Active, Inclusive and safe – Fair, tolerant and cohesive with strong local culture and other shared community activities
- Well Run – with effective and inclusive participation, representation and leadership.
- Environmentally sensitive – providing places for people to live that are considerate of the environment.
- Well connected – with good transport services and communication linking people to jobs, schools, health and other services.
- Thriving – with a flourishing and diverse local economy.
- Well served – with public, private, community and voluntary services that are appropriate to people’s needs and accessible to all.
- Fair for everyone – including those in other communities, now and in the future.
- Haltwhistle Town Council (3):
- Cllr Graham Ridley
- Cllr Gail Ward
- Cllr John Elliott
- Northumberland County Council
- Cllr Ian Hutchinson
- Haltwhistle Chamber of Trade
- Mr Miles Bell
- Haltwhistle Tourism Association
- Mrs Linda Ogle
- Churches Together In Haltwhistle
- Mrs R Wood
- The three hinterland areas defined as follows:
- South Tyne Area – Coanwood/Hartleyburn/Knaresdale with Kirkhaugh, Whitfield & Plenmellor, Featherstone Parishes - Mr Tom Teasdale (Vice Chair)
- East Area – Henshaw/Bardon Mill/MelkridgeParishes - Cllr Val Gibson
- West Area – Greenhead/Thirlwall Parishes - Cllr Alan Sharp (Treasurer)
- Not Appointed/Representing any Organisation
- John Scott
- Julie Gibbon (Chair)
- Co-opted on after AGM
- Mr Lawrence Thompson
- Cllr John Clark
- Two Trustees elected every year at AGM
- Advocacy: The partnership has representation from a wide range of organisations. If some of the identified activity is the remit of an existing body then we will work with them to bring that service/facility to the area
- Delivery: where there is no other organisation to do the work we will find the funding and do it ourselves.
- Bardon Mill
- Knarsdale with Kirkhaugh
- Plenmeller with Whitfield
The Haltwhistle Partnership brings together everyone with an interest in the well being of the Haltwhistle area and its communities. We work in an integrated way with the public, private and voluntary sectors and local communities to meet the needs of local people.
The Haltwhistle Partnership will strive to ensure that the area it serves is and remains a sustainable community. When there are different interests and competing priorities over suggested activities then proposals will be measured against the following principles to help reach the best decisions.
Our communities should be:
The Partnership came about as a result of a Civic Trust study in 1993. Haltwhistle was chosen for this study because there were concerns at that stage about its long term sustainability and the damaging effect this could have on the built environment of the High Street as there were a number of key buildings falling into disrepair. The study involved the public, private and voluntary sectors and local communities and produced an Action Plan with a number of recommendations. The first of which was that a community partnership should be formed to drive the programme of activities in the report.
The Partnership then became legally established by becoming a Charity and a Company Limited by Guarantee in February 1997.
Haltwhistle Partnership list of Trustees (14) as at September 2017:
On a rota basis a third of the Board of Trustees resign and are re-elected at the AGM.
The Partnership seeks to manage change for the benefit of local people. Change is inevitable, it will happen whether we want it to or not. We can either let it happen to us or we can be proactive, and try to manage it so the opportunities and benefits are maximised, the risks and threats minimised.
We work with the public, private and voluntary sectors and local communities to identify the issues that change has brought/will bring and what needs to happen to ensure a good quality of life for local people.
The Partnership works in two ways:
“The aim of the Haltwhistle Partnership is to strive for a vibrant and sustainable community by working together to manage change for the benefit of local people*”
* “local people” refers to everyone living in the eleven parishes named below that made up the old Haltwhistle Rural District.
We have 4 main objectives which cover our 4 key areas:
Objective: To combine environmental quality with economic and social progress whilst at the same time promoting improvements in the standards of environmental care which contribute to enhanced quality of life and personal well-being.
Objective - To seek to have a confident buoyant economy encouraging diversity of employment.
Objective - To increase the strength and effectiveness of community life and improving local conditions, especially for people in disadvantaged situations, thereby enabling people to participate in public decision-making and to achieve greater long-term control over their circumstances.
Objective - Local people have access to a fully integrated, safe, reliable and affordable transport system which recognises the need to cater for all modes of transport.
There are 5 main parts to the Haltwhistle Partnership:
- Board of Trustees
- Working Groups
- Sub Groups
Board of Trustees
This is the decision making board of the Partnership. They are held responsible for the actions of the Partnership. The Board is responsible for setting strategy and direction for the Partnership. It determines the broad use and allocation of resources, by way of approving Action Plans, receiving performance reports and actively scrutinising the work of the Partnership.
The Partnership has established a number of working groups to become "the engine rooms of the partnership" and enable the full range of the Partnerships work to be undertaken on an area of activity basis. These Working Groups take responsibility for developing projects identified within the Action Plan. Each Working group brings together key players, agencies and local people. Currently there are 6 working groups.
- Health and Well Being (formerly the Purple Partnership).
- Haltwhistle Burn
- Community Garden
These are made up solely of trustees and are about the effective management of the Partnership.
Currently there are 4 sub groups:
- Finance – oversees financial matters, sets budgets and monitors expenditure
- Property - refurbishment, maintenance and letting of Partnership property
- Development – oversees the future direction of the Partnership and relations with the community.
- Staffing – oversees staffing matters
- Social Enterprise – explores possible income generation ideas to help the partnership become less dependant on grants.
Our Memorandum and Articles of association for being a company limited by guarantee make provision for a membership of the Haltwhistle Partnership. This group plays a very important “critical friend” role. They meet 4 times a year (the AGM is one of these meetings) to look at the progress and future plans and to have an involvement and input into the work that is going on. Membership does not cost anything unless the partnership is declared bankrupt in which case a member is liable to pay the maximum price of £1.00. If you are interested in becoming a member then please contact the office on (01434) 321242.
The partnership currently has 3 part-time members of staff, an Officer, an Administrator and a cleaner.
Our formal constitution is the Memorandum and Articles of Association mentioned above. The stated objectives within these documents are the standard charitable objectives which enable us to register as a charity as well as company limited by guarantee. This structure gives trustees a greater level of protection as the company is a legal entity, so they cannot be held liable as individuals.
The vision, objectives and values of the Partnership are enshrined in the document Haltwhistle Partnership; an Action Plan for a Sustainable Community, 2005 – 2010.
This plan identifies a range of actions and targets aimed at improving the quality of life for both today and tomorrows generations by promoting an appropriate balance between economic, social and environmental well-being. Copies are available from the office and to be available on our website www.haltwhistle.org in the very near future.
Our priorities are based on evidence of local need. This comes from consultation and involvement of local people, examining local, district, county, regional and national plans and trends and input from a variety of organizations and agencies that have a remit for this area. These are brought together in the Action Plan for a Sustainable Community for endorsement by all parties.
There is no guaranteed long term funding. We have to find the funding to sustain the Haltwhistle Partnership and the activities we want to carry out. Currently this comes from a cocktail of funders including Northumberland County Council and Haltwhistle Town Council.
We also generate income towards our core costs through the rental of the Partnership's retail, office and residential property and services such as photocopying and faxing. In the interests of becoming more secure and sustainable this is an area which is being expanded.
Key achievements 2000 - 2004:
- Successful in becoming part of national market Towns Initiative
- Successfully bid for a Neighborhood Nursery for the area
- Successfully bid for a Sure Start Programme for the area
- Improvements to the Town Approaches
- Improvements to 10 shop fronts on the high street
- Established Haltwhistle as a Walking centre through the publication of the “Haltwhistle Rings” and running two annual walking festivals
- Established The Squeak Newsletter
- Established websites for the area
- Established Westbourne House as a One Stop Information Shop for the town. One of 14 recognised by the Countryside Agency as an example of good practice. We deal with an average of 65 people a week.
- Delivered a range of learning opportunities to over 1000 people
- Established a lunch club and Older People’s Forum for senior residents in the area.
- Aided the refurbishment of the Haltwhistle Tyne Bridge in partnership with Northumberland County Council.
- Increased volunteering opportunities for the area in partnership with Volunteering Tynedale
- Established support for unemployed people in Partnership with Job Centre Plus.
- Established a range of confidential surgery sessions with agencies which include Police, ESCAPE (help for families and young people affected by drug and alcohol misuse), Victim Support, Youth Offending team and Travis Marston Solicitors.
- Produced Haltwhistle Historic Parishes – a comprehensive visitor’s guide to the area.
- Run a number of events to promote the town and surrounding area and to promote civic pride. Examples include Meet the Ancestors at Featherstone Castle 2002 & 3, Haltwhistle Pride 2004.
- Carried out a comprehensive assessment of work to be carried out on Haltwhistle Burn.
- Established a community garden.
These activities have brought investment of over 2 million in this area, resulted in 4 full time jobs and 20 part time jobs, introduced 12 new services and generally improved the environment of the town and surrounding area.